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20121201
20121231
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, five years. we have central and south america and all of asia including china. there's so many opportunities to grow hello kitty as well, too. if we want to double our company's size, we need more. >> that's your goal. what's the time frame for accomplishing that? >> we're looking for something like five years. in these five years we have increased our market cap for five times larger. and what we want to do is to continue that. 20% to 30% growth. >> and acquisitions as you say will be a key part here. what targets are you looking at and what's funding like for purchases you want to make? >> we have a cash position of close to 400 million u.s. dollars. and we have a deficit stimulus side. basically we don't have debt. we can finance, as well. but we have cash flows. so there's no worry about the cash. >> okay. >> yeah. i was going to -- in terms of extending the brands, how do you embrace the digital arena here in things like ebooks and -- >> yes. we just started amazon.com program with mr. man and little miss. it's really since jettic. especially the small kids love digital ip
of the ski resort lifestyle and they'll travel to find it. whether that's south america in the summer or it's the russians because their local snow is not that good or really americans and europeans who are back and forth between the alps, canadian rocky, rockies. even right now when aspen and vail aren't having the best early season, we're having tremendous snow through the canadian rockies, british columbia and alberta. those resorts are opening early. hotels are full. right now of course you're having this string wind river i believe they're calling it which is dumping tons of snow on the high sierras. they'll be digging out the snow lifts. >> if you've had poor snow the previous season, how does that then -- must reflect into people buying equipment and clothes. snowfall presumably spills out not just into the people who go to the resort, but all the equipment manufacturers get impacted, do they? >> absolutely. we had a really interesting situation that happened over the last couple years. we had a lean year last year which was following a very what we'd call an epic year where it just
of miles away from where the end consumer is. how do you actually know what consumers let's say in south america, africa actually like in terms of fragrances? >> it's imminently linked to the culture of a local country. especially on the state side, especially on the flavor side. so we don't create fragrances and flavors for the indians and the chinese. we have 9,000 people around the world. half of them create the next fragrances and flavors. and out of those 4,500 people, you have roughly 2,000 people who are actually in those countries. they are local people so we are chinese employees, chinese favors, will create those fragrances and flavors for the whole market. because, again, you can't know about the local culture out of switzerland. so you have to by there. and we have there in all of those countries so we do expensive consumer tests. we do expensive consumer insight. we drive the trend and that's helpful to grow in those markets. >> another factor that's created a lot of headache is the strength. how difficult is it to be a globally operating company that's based here in switzer
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